The rate of change in the business of healthcare has been extraordinarily fast in the past two decades.
The shift to electronic medical records, mergers that create giant hospital systems, nationwide plans to insure more (or less) people—all of these systemic transformations have been rolled out with promises that healthcare will be improved for all.
Those promises have not been followed by reporting on results. In fact, the claims have raised fundamental questions. Can changes in operations management, driven by healthcare administrators, really improve the care that patients receive from physicians, nurses, and therapists? Can non-medical managers and executives actually affect patient outcomes with management alone?
This is the question I have been trying to answer.
Read the full article in Becker's Hospital Review
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